three elements of the marketing process as a two-factor machine ted mitchell
TRANSCRIPT
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Three Elements of the Marketing Process as a Two-Factor Machine
Ted Mitchell
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A Basic Car
The Car’s Conversion
Processmiles per
gallon
gasoline
Strange looking
Car
Miles Travelled
gasolinegasoline
gasoline
Miles Travelled
Miles Travelled
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Simple Models of A Car’s Performance as a Transportation Machine
Input to the Car, I Gasoline: Gallons, G
Conversion rate, r = O/I
Miles per gallon, r = mpg or M/G
Output from the Car, O = r x I
Distance travelled: Miles, M
A better car and driver will get more miles for the same resources than a poorer car and driver.
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Simple Models of A Car’s Performance as a Transportation Machine
Inputs to the Car, I Gasoline: Gallons, G
Driving Time: Hours, H
Conversion rate, r = O/I
Miles per gallon, r = mpg = M/G
Miles per Hour, r = mph = M/H
Output from the Car,
O = r x I
Distance travelled: Miles, M
Distance travelled, Miles, M
A better car and driver will get more miles for the same resources than a poorer car and driver.
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A Basic Marketing Machine
Marketing MachineCups sold per server
It looks like A Two-
Factor marketing machine
Number of servers hired
Number of servers hired Number of
servers hired
Number of servers hired
Profit from Cups of Coffee sold
Profit from Cups of Coffee soldProfit from
Cups of Coffee sold
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Simple Models of Marketing Machine Performance
Inputs to the Marketing Machine, I
Number of Servers Hired: S
Conversion rate,
r = O/I
Profits Returned per Server, Return on Serversr = Z/S
Output from the Machine, O = r x I
Dollars of Marketing Profits, Z
A better marketing manager and machine will generate more dollars of profits than an average marketing machine and manager
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Inputs to the Marketing Machine, I
Number of Servers Hired: S
Number of Store Hours, H
Conversion rate,
r = O/I
Profits Returned per Server, Return on Serversr = Z/S
Profits Returned per Hour, Return on Hoursr = Z/H
Output from the Machine, O = r x I
Dollars of Marketing Profits, Z
Dollars of Marketing Profits, Z
A better marketing manager and machine will generate more dollars of profits than an average marketing machine and manager
Simple Models of Marketing Machine Performance
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Called Two-Factor Machines
• The amount of output from the machine, O• Is determined by Two Factors• Factor #1) the amount of Input the machine
uses, I• Factor #2) the machine’s conversion rate or
the efficiency of the machine’s ability to convert Inputs into Outputs, r = O/I
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Many Types of Inputs
• Business Machines have many types of resources, investments and activities that can be considered Inputs for a marketing machine
• The Inputs for Marketing machines have been classified as the 4 P’s of the marketing mix
• Selling Price• Product/Service mix• Promotion/Communication mix (advertising, sales people,
events)• Time and Place mix (hours of operation, location,
furnishings)
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Many Types of Marketing Outputs
• Marketing machines can be designed to produce many different types of outputs
• Profit (Gross, Marketing Profit, Net Profit)• Sales revenue• Demand (quantity sold)• Market penetration• Customer Awareness• Customer Satisfaction
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Two-Factor Marketing Machines
• Are business machines on training wheels• They deal with a single input and a single output. • Changes in the output are explicitly due to the
changes in the amount of a single input and the machine’s conversion rate
• All other marketing inputs are considered to be held constant when managing and evaluating a two-factor model of a marketing machine
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We use Two-Factor Models to
• 1) Compare different marketing performances• 2) Forecast the amount of output to be
expected if the quantity of input is changed or the efficiency of the conversion process is changed
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Comparing performancesP1: Benchmark Performance
P2: Your Biz Performance
∆P = P2-P1
Input: Number of Store Hours Open: H
100 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Output: Profit, Z = r x H
$4,000
You need a benchmark performance for comparison
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Comparing performancesP1: Benchmark Performance
P2: Your Biz Performance
∆P = P2-P1
Input: Number of Store Hours Open: H
100 hours 110 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Profit per hour$38 per hour
Output: Profit, Z = r x H
$4,000 $4,180
Remember the assumption that other things in the marketing mix are kept constant or are not sufficiently important to worry about
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Comparing performancesP1: Your initial performance
P2: Your second Performance
∆P = P2-P1
Input: Number of Store Hours Open: H
100 hours 110 hours ∆H = 10 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Profit per hour$38 per hour
∆r = -$2
Output: Profit, Z = r x H
$4,000 $4,180 ∆Z = $180
In a computer simulation it is easy to keep things constant. Make your initial performance the benchmark and only change one Input on a repeated plays of the same period
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Diagnoses of the DifferencesP1: Benchmark Performance
P2: Your Biz Performance
∆P = P2-P1
Input: Number of Store Hours Open: H
100 hours 110 hours ∆H = 10 hours
You are open for 10 hours longer
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Profit per hour$38 per hour
∆r = -$2 Your efficiency is $2 less profit per hour
Output: Profit, Z = r x H
$4,000 $4,180 ∆Z = $180 Your profit is $180 higher
The differences in the two overall performances provide the basis for a diagnoses of the strategy change
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Diagnosing the difference
• leads to forecasting the potential consequences of changes
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Forecasting the Amount of Output From a proposed change in Input
Two-Factor Machine
P1: Benchmark Performance
P2: Forecasted performance
Input: Number of Store Hours Open: H
Conversion rate: Profit per Hour, r = Z/H
Output: Profit, Z = r x H
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Forecasting the Amount of Output From a proposed change in Input
P1: Benchmark Performance
P2: Forecasted performance
Input: Number of Store Hours Open: H
100 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Output: Profit, Z = r x H
$4,000
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Forecasting the Amount of Output From a proposed change in Input
P1: Benchmark Performance
P2: Forecasted performance
Input: Number of Store Hours Open: H
100 hours Proposed Amount of Input, I = 110 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Assumed conversion rate Profit per hourr = $40 per hour
Output: Profit, Z = r x H
$4,000 Forecasted Profit, Z = r x H
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Forecasting the Amount of Output From a proposed change in Input
P1: Benchmark Performance
P2: Forecasted performance
Input: Number of Store Hours Open: H
100 hours Proposed Amount of Input, I = 110 hours
Conversion rate: Profit per Hour, r = Z/H
Profit per hour$40 per hour
Profit per hourr = $40 per hour
Output: Profit, Z = r x H
$4,000 Forecasted Profit, Z = $40 x 110 = Z = $4,400
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Because of the Many different potential decisions
• That could be treated as marketing inputs• It is important to have an understanding of
potential cause and effect found in the theory of marketing management
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Any Questions?
• Is every one comfortable with • 1)the concept of the marketing process as a
machine which converts the 4 P’s of marketing inputs into outputs of profits, revenues, etc.?
• 2) The Two-Factor Marketing Machine Converts a single metric as an input into a single metric output!